BLUESEA Hotels is strengthening its commercial strategy by focusing on online sales, intensive use of data, and a clear positioning in the segment they lead, supported by technology and specialized partners. Their strong commitment to Dingus as a technological and business partner has doubled in just one year, currently exceeding 60 connected hotels.
In an increasingly competitive hotel environment, BLUESEA Hotels has clearly defined its positioning: operating in the mid‑low or “budget‑friendly” segment, concentrating investments on improving assets without resorting to artificial category upgrades. This is how Juan Enrique Escalas, Chief Commercial Officer (CCO) of the group, explains it, emphasizing that differentiation lies in “investing in capex to improve the customer experience while remaining faithful to the market niche we target.”
This approach directly influences the chain’s commercial strategy, aimed at maximizing profitability while maintaining accessibility and volume, in a portfolio composed mainly of 3‑ and 4‑star hotels.
The evolution of sales channels reflects their strong commitment to digitalization. Escalas states that in 2025 they closed the year with over 90% online distribution. Within this mix, direct sales through the website reached 17%, OTAs accounted for 57%, and traditional tour operation represented barely 3%.
Looking ahead, the group expects a slight increase in tour operation due to new additions to the portfolio and inherited contracts, although the strategic goal is clear: “to continue increasing the share of online sales.”
Regarding customer profitability, BLUESEA Hotels relies primarily on demand trends and their technological capacity for agile reactions. Their CCO notes: “The main lever is demand itself; if it accepts price increases, we are technologically prepared, via RMS, to make decisions automatically.” This approach allows real‑time price adjustments without compromising the brand’s positioning or straying from their accessible value proposition.
Data, revenue, and technology as strategic pillars, and growth supported by profitability and digitalization
The experience gained in the destinations where the group operates, together with the use of data and revenue management tools, plays a central role in commercial decisions. “Data and RM are very important in our strategy,” says Escalas, adding that new acquisitions will further reinforce the weight of these tools in distribution. He sees significant room for improvement, believing that “data management still has important potential, especially in the short term.”
In BLUESEA Hotels’ current process of growth and consolidation, the acquisition of new assets responds to well‑defined criteria. From an ownership standpoint, “we look for hotels where we already have a presence and where an attractive return for investors can be guaranteed.” Commercially, the key lies in the ability to “change the commercial strategy and adapt it to an absolutely online‑driven sales model.”
Looking to the future, Escalas identifies two major challenges for mid‑segment hotel chains: “adapting to changes in demand” and “enhancing the technological tools we already have.” In this context, artificial intelligence takes center stage: “AI is advancing very quickly, and we are inevitably going to have to adapt sooner than we expected.”
Dingus as a technological partner in distribution
BLUESEA Hotels has opted for Dingus as its technological partner for hotel distribution, a decision based on practical criteria. “The list of connected agencies that Dingus offered most closely matched our needs, and it has continued to improve over the years,” Escalas explains.
Currently, the CCO evaluates the service positively: “With the online volume we handle today, their service meets expectations.”
Accelerated scalability after the pandemic
In just one year, the group has doubled the number of hotels connected through Dingus, a growth driven by a change in context after the pandemic. Escalas recalls that “during the post‑Covid period, we were in a very limited investment situation.” The creation of a secondary vehicle by the owning fund has allowed not only the renovation of existing hotels but also the acceleration of portfolio growth.
“Opportunities have arrived all at once, and we didn’t want to miss the train,” he says, highlighting the team’s role: “We are now aware of the value of our operations, commercial, and administration teams, who took on the challenge of landing in new hotels in a very short time.”
Cristina Torres. Dircom Dingus
